Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

SCM Exam 2 > Chapter 4 Vocabulary > Flashcards

Chapter 4 Vocabulary Flashcards

1
Q

SCOR Model Steps

A 
Plan 
Source
Make 
Deliver 
Enable 
Return
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

According to APICS, this is a set of logically related tasks or activities performed to achieve a defined business outcome

A

Process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

A process that address the main value-added activities of an organization (what you’re doing that adds value to the customer)

A

Primary process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Examples of primary processes

A

Providing a service
Educating customers
Manufacturing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

A process that performs necessary, albeit not value-added, activities. (Things we have to do)

A

Support processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Examples of support processes

A

Evaluating suppliers
Recruiting new workers
Developing a sales and operation plan

Ex/tuition billing, payroll

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

A process that seeks to improve the performance of primary and support processes

A

Development Process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Examples of Development process

A

Developing new products
Performing basic research
Training new workers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

People involved in primary process

A 
Suppliers 
Purchasing 
Engineering 
Operations
Finance 
Marketing 
Customers
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

The process of developing graphic representations of organizational relationships and/or activities that make up a business process

A

Mapping

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Identifies the specific activities that make up the informational, physical, and/or monetary flow of a process

A

Process Map

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Three rules for creating a process map

A

Identify the entity that will serve as the focal point
Identify clear boundaries and starting and ending points
Keep it simple

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Symbol for start or finish in a process map

A

Rectangle with round edges

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Step or activity in the process (on a process map) is represented by

A

Rectangle

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Decision point (requires a yes or no) symbol

A

Diamond

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Move activity (on a process map) is signaled by what

A

Arrows

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Example used in class with process maps

A

Subway

Kiosk like at Wawa or Sheetz

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

A process map that graphically arranges the process steps so that the user can see who is responsible for each step. (Shows event there are trade offs)

A

Swim lane process map

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

4 measures of process performance

A

Quality
Cost
Time
Flexibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

3 types of quality

A

Performance
Conformance
Reliability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

What we are looking to get out of it

A

Performance quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Standards on how products should be built

A

Conformance quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

If the battery life is supposed to last 24 hrs, did it do that? Refers to

A

Reliability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Costs in process performance include

A

Labor
Material
Quality-related

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Two parts of time

A

Delivery speed and delivery reliability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

How fast can we get it refers to

A

Delivery speed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

How consistent are we w/ delivery refers to

A

Delivery reliability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

3 types of flexibility

A

Mix
Changeover
Volume

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Number of products you offer refers to

A

Mix flexibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

How quickly you can go from making one product to making another is

A

Changeover flexibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

How quickly we can up our production; 1 product to a million products

A

Volume flexibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Example used in class of Process Performance and three things to remember

A

Basketball (effectiveness, efficiency, adaptability)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

A measure of process performance; is a ratio of outputs to inputs; can be based on a single factor (one input) or multiple factors

A

Productivity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Formula for productivity

A

Outputs/Inputs

35
Q

A productivity score that measures output levels relative to a single input

A

Single factor productivity

36
Q

A productivity score that measures output levels relative to more than one input

A

Multi-factor productivity

37
Q

Percent change in productivity formula

A

(New-Old)/Old * 100

38
Q

A measure of process performance; the ratio of actual outputs to standard outputs; usually expressed in percentages

A

Efficiency

39
Q

Efficiency equation

A

100%*(actual outputs/standard outputs)

40
Q

An estimate of what should be produced given a certain level of resources

A

Standard output

41
Q

An efficiency score of less than 100% suggests that

A

A process is not producing up to its potential

42
Q

Time between when the customer places the order and when it actually gets to them; the total elapsed time needed to complete a business project

A

Cycle time (throughput time)

43
Q

Looks at overall cycle time and how much value is added to the customer; percentage of total cycle time that is spent on activities that actually provide value

A

Percent value-added time

44
Q

Example used to describe percent value added time

A

7 minutes out of the hour you spent at the DMV

45
Q

Percent Value Added Time equation

A

100%*(Value-Adde Time/Cycle Time)

46
Q

The process of identifying, understanding and adapting outstanding practices from within the same organization or from other businesses to help improve performance

A

Benchmarking

47
Q

A way to compare results against something/someone else to see how you’re doing

A

Benchmarking

48
Q

The comparison of an organization’s processes with those of competing organizations; comparing to something outside of your company

A

Competitive benchmarking

49
Q

The comparison of an organization’s processes with those of noncompetitors that have been identified as superior processes

A

Process benchmarking

50
Q

Comparing your numbers against what you have done historically

A

Process benchmarking

51
Q

Six sigma is a business improvement methodology that focuses an organization on understanding and managing

A

Customer relations

52
Q

Six sigma is a business improvement methodology that focuses an organization on aligning key business processes to

A

Achieve those customer requirements

53
Q

Six sigma is a business improvement methodology that focuses an organization on utilizing rigorous data analysis to

A

Understand and ultimately minimize variation in those processes

54
Q

Six sigma is a business improvement methodology that focuses an organization on driving

A

Rapid and sustainable improvement to business processes

55
Q

Six Sigma People

A 
Champion 
Master black belt 
Black belt 
Green belt 
Team members
56
Q

A senior level executive who owns a Six Sigma project and has the authority and resources needed to carry it out

A

Champion

57
Q

A full time Six Sigma expert who is responsible for Six Sigma Strategy, training, mentoring deployment and results

A

Master black belt

58
Q

A fully trained six sigma expert with up to 160 hours of training who performs much of the technical analyses required of Six Sigma projects, usually on a full time basis

A

Black belt

59
Q

An individual who has some basic training in Six Sigma methodologies and tools and is assigned to a project on a part time basis

A

Green belt

60
Q

Individuals who are not trained in Six Sigma but are included on a Six Sigma project team due to their knowledge or direct interest in a process

A

Team members

61
Q

A Six Sigma process that outlines the steps that should be followed to improve and existing business project

A

DMAIC (define, measure, analyze, improve, control)

62
Q

A Six Sigma Process that outlines the steps needed to create completely new business processes or products

A

DMADV (Define, Measure, Analyze, Design, Verify)

63
Q

Continuous Improvement Tools (5)

A 
Root cause analysis 
Cause and effect diagram 
Five M’s 
Five Why’s 
Visual tools
64
Q

5 types of visual tools

A 
Check sheets 
Pareto charts 
Bar graphs 
Histograms 
Scatterplot
65
Q

The philosophy that small, incremental improvements can add up to significant performance improvements over time

A

Continuous improvement

66
Q

A process by which organizations brainstorm about possible causes of problems (effects) and then, through structures analyses and data gathering efforts, gradually narrow the focus to a few root causes

A

Root cause analysis

67
Q

A graphical tool used to categorize the possible causes for a particular result

A

Cause and effect diagram (fishbone diagram)

68
Q

The five main branches of a typical cause and effect diagram

A

Five Ms

69
Q

What are the five Ms

A 
Manpower 
Methods
Materials 
Machines 
Measurements
70
Q

People who do not have the right skills authority or responsibility

A

Manpower

71
Q

Poor business practices; poor process, product, or service designs

A

Methods

72
Q

Poor quality inputs

A

Materials

73
Q

Equipment that is not capable of doing the job

A

Machines

74
Q

Performance measurements that are not geared toward eliminating the problem

A

Measurements

75
Q

Asking why a bunch of times refers to the

A

Five Whys

76
Q

Records how frequently an event occurs

A

Check sheet

77
Q

Bar chart that shows frequency counts from highest to lowest

A

Pareto charts

78
Q

A graphical representation of the relationship between two variables

A

Scatter plot

79
Q

A graphical representation that tracks changes in a key measure

A

Run chart

80
Q

A graphical representation of data that places observations into specific categories

A

Bar graphs

81
Q

A special form of bar chart that tracks the number of observations that fall within a certain interval

A

Histogram

82
Q

A procedure that involves the fundamental rethinking and radical redesign of business processes to achieve dramatic organizational improvements in such critical measures of performance as cost, quality, service and speed

A

Business process re-engineering (BPR)

83
Q

A comprehensive model of the core management processes and individual process types that together define the domain of supply chain management

A

SCOR Model

SCM Exam 2 (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions